Page 105 - increasing-the-value-of-age-guidance-in-employers-age-management-strategies

Increasing the value of age: guidance in employers’ age management strategies

the availability of an external fund (such as the ESF or a national or sector fund).
Knowledge of a good practice can also be an incentive to start the development
of an age management strategy.

6.3.2.1. Which approach serves better each cultural context?
There are differences across cases in the way guidance is embedded within the
organisation and the policy of the organisation. A more formal and structural
approach seems to ensure good embedding and a uniform approach that
stimulates access for all employees. However, this may not always be a
straightforward conclusion:
(a) smaller organisations generally work on a more informal basis and do not
employ human resources professionals who are able to set out a formal and
structurally embedded approach;
(b) even larger organisations may not have a formalised way of working
(functions, procedures, roles).

This stresses the relevance of considering these factors trying to transfer a
good example to another organisation. Striking a working balance between
formal and informal policy is not easy. When guidance is developed in an overly
informal manner or too problem-based, (other) problems might be overlooked.
Another relevant aspect is the impact of prevailing negative stereotypes
about older workers. A negative attitude in the organisation toward older
employees can be an obstacle in the implementation of an age management
strategy. Because of this attitude towards them, older employees will be less
motivated in seeking out guidance. If this negative attitude is not addressed,
guidance instruments might not be as effectively implemented and accessible as
desired.
The attitude change must be from a perspective that regards older workers
as obsolete resources that need to compensate for their deficits, to valuable,
knowledgeable and experienced people that can be brought to their full potential
if correctly supported. Within this perspective, older workers are assets to the
firm, with the capacity of giving a productive contribution that younger workers
cannot yet achieve.
The importance of a positive attitude also reflects the role of guidance in
general, as an individual-empowering process which simultaneously generates
value-added for the firm.
Cultural aspects relate not only to the organisation but also to the national
context. Most guidance approaches in age management, attribute a fundamental
role to the individual, showing a concern for his/her needs and reserving a space
for worker initiative.

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